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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Coralstone Dr. C: PHONE NUMBER AVAILABLEFort Mill, SC Street Address email: EMAIL AVAILABLEObjective: Grow within a company that is looking for a results-oriented manufacturing/engineering/supply chain leader, through continuous improvement and effective project management, while improving customer satisfaction and overall plant efficiencies in manufacturing, assembly, distribution, and office environments.Sample Areas of Expertise: Lean Manufacturing, Six Sigma, Value Stream Mapping, KPI development, Project Management, ERP (SAP), Kanban, 5S, Demand Flow Technology, Cellular Manufacturing, Kaizen, Inventory Management, Theory of Constraints, Negotiations, Supplier Management, Demand Management, EHS, Team Development, ISO 9001/14001, Facility Start-up and Closure, CAPEX, CMMSExperience Summary:BONA Contract to Permanent 11/2017 3/2024Global producer of Floor care products serving both professional and retail markets.Production/Engineering Manager: Chemical plant operational leader originally responsible for factory operations, and later in a leadership role focusing on multi-site (3) management of maintenance, engineering and CAPEX supporting the double-digit growth of the organization.Planned, led, and implemented capital projects totaling $2.1M across the adhesives product line tripling the capacity of the facility.Led project to diversify our pigmented products production capability from 13 to 32 standard products across 3 different product lines, while utilizing common manufacturing equipment.Improved productivity by over 100% in a year and a half and laid the groundwork for additional realized productivity improvements.Reviewed all Equipment Documentation and enhanced our COGZ CMMS system assuring the appropriate spare parts were on hand and PMs were done to manufacturers specifications.Reviewed all Piping and Instrumentation drawings and recommended changes as product mix changed to ensure we were maximizing all automation opportunities.Enhanced preventative maintenance program by using predictive maintenance tools.Provided Production with shut down and startup procedures using TPM methodologies to assure equipment was cared for and available to run daily.Performed manufacturing GAP analysis, made recommendations (some executed) and capital expenditure plans ensuring going forward facility would have redundant capabilities.Leader in the facilities Regulatory compliance both state and EPA.Led monthly safety meetings and trained employees on corporate EHS policies and procedures.LINDSAY PRECAST 6/2015 to 10/2016Producer of precast concrete products serving the NCDOT and SCDOT located in Rock Hill SC.General Manager: Business leader responsible for all aspects of a start-up precast concrete manufacturing facility including Manufacturing, Accounting, HR, P&L, and Supply Chain.Obtained plant specific NPCA certification.Added to SCDOT Qualified Supplier list for MSE and Sound Wall, Box Culvert, & Arch CulvertImplemented Accounting, Purchasing, and Production modules of TITAN ERP software.Implemented Safety program with KPIs and reached 1 year milestone of No Lost Time Injuries.Introduced Box Culvert, Gravity Wall, Median Barrier, and Solar Ballast products to the facility.Budgeted and Led Capital Expansion projects, including new storage yard, new roll up doors, new fork lift and crane purchases, and office improvements.Hired staffing for Manufacturing, Scheduling, Dispatch, Sales, and Engineering functions.Developed local KPIs for Safety, Revenue, Efficiency, Attendance, and Order fulfillment.Reason for leaving: Plant consolidation Laid off with severance.FAB FOURS 9/2013 to 10/2014$15 million fabricator of custom bumpers and other aftermarket parts servicing the 4 Wheel Drive Industry, employing 50 and located in Lancaster SC.Operations Manager: Operational leader responsible for all aspects of steel fabrication, production scheduling, manufacturing engineering, quality assurance, and facilities management. Production operations include: cutting, forming, welding, sand blasting, painting, assembly, and packaging.Reduced total cycle time for all products to no more than 3-1/2 shifts, while increasing daily volume by 30%. Process Mapping and Kaizen were major tools used to achieve this milestoneChanged quality culture from make it work to make it right.Established KPIs as part of internal quality reporting system.Implemented employee appraisal program that included both quantitative and qualitative measures.Planned and implemented a new second shift operation in order to accommodate growth and customer demand.Specd, sourced and purchased new laser, CNC tube bender, and tube inspection equipment.Designed standard work instruction (traveler) format for all Fab Fours products.Reason for leaving: Management restructuring Laid off with severance.FAIVELEY TRANSPORT NORTH AMERICA 5/2011 to 9/2013$80 million division of ISO certified multinational manufacturer of transit and freight products servicing the Rail Industry, employing 300+, located in Greenville SC.Director of Supply Chain and Operations: Operational director responsible for plant metal fabrication, machining, and assembly operations, manufacturing engineering, procurement and scheduling, inventory management, shipping, and receiving. Production operations include: cutting, forming, welding, machining, assembly, testing, and packaging. Products included door systems, windows, HVAC, and braking systems:New facility layout designed to optimize space utilization and material flow throughout the facility.Doubled output per square foot in the facility by using lean techniques that improved plant efficiency to 90%.Evaluated staff, raised expectations, made the tough decisions to put people in the right positions.Performed equipment utilization analysis, and made decisions relevant to outsourcing, core competencies, and cost effectiveness for each product line.Improved inventory accuracy to an independently audited 98% through an effective cycle count program and operational transaction training.Achieved with my team 2M hours no lost time.Number 1 plant in the corporation in achieving inventory expectations. (21 locations worldwide)Introduced and Implemented Sales & Operations Planning Process to the organization.Reason for leaving: Family issue Program for son with AutismLIVINGSTON & HAVEN 2008 to 2010$60 million Industrial Distributor focusing on Hydraulic and Motion Control products, employing 140 located in Charlotte NC.Director of Quality and Process Improvement: Award Winning Executive Manager responsible for corporate quality and process improvement initiatives, inventory optimization, and multi-site lean initiatives. Accomplishments Include:Managed project that opened a new 10,000sku 50,000sf warehouse including construction, layout, equipment purchase, barcode system implementation, and relocation from old warehouse. Move was done around the clock starting on a Friday morning with completion on Monday. There was no disruption in product distribution. Payback was less than 20 months.Led team in the development and implementation of award winning Profitability Index Tool that measures customer management effectiveness and identifies opportunities to foster customer/distributor/supplier win-win relationships.Developed KPIs and established daily communication meetings throughout the organization.Led team that improved corporate freight position from $300K loss in 2007 to breakeven in 2010.Improved efficiencies through the implementation of a corporate wide multi-facility 5S program.Reason for leaving: Economic layoff.SUPPLY CHAIN/MANUFACTURING BUSINESS CONSULTANT Self-Employed 2007 - 2017Business Leader specializing in Lean Manufacturing and Supply Chain transitions.Customer Base includes Fluor, Duke Energy, Livingston & Haven, Faiveley Transport, Special Metals and Wabtec. Contracts include:WABTEC Consultant brought in to assist in the closure of Greenville SC manufacturing facility.oPerformed tooling audits both internally as well as at suppliers as part of changes and asset valuation.oLed project on ship side to move 2 assembly lines from SC facility to Plattsburgh NY facility.oAnalyzed raw material usage and led project to dispose of obsolete raw materials.SPECIAL METALS - Operational leader brought in to help transition out old management staff and integrate new management staff into the operation.oReduced WIP by 30% by completing all partially completed reels on the shop floor.oAnalyzed demand, made recommendation to move shop from a 24/7 operation to a 24/5 operation. Recommendation was accepted and staff was reduced and reassigned.oAnalyzed inventory and recommended the termination on partial spool program. De-spooled and sold partial spool inventory to corporations scrap division.FAIVELEY TRANSPORT NA Operational leader brought in to assist in ownership transition from Ellcon National to Faiveley Transport NA. Hired to fulltime role as Director of Supply Chain and Operations once transition was complete.DUKE ENERGY- Developed and implemented remote site procurement processes for power plant routine outage maintenance program.FLUOR - Managed remote supply chain operations during the major refurbishment of 13 Duke Energy Coal Burning facilities.ENGINE POWER SOURCE - 2003 to 2007$35 million distributor of Industrial Engines and Engine products, employing 95, located in Charlotte NC.OEM Manufacturing Manager: Divisional manager responsible for P&L, Operations, Purchasing, Material Planning and Scheduling, Forecasting, Manufacturing engineering, and Inventory Management for this innovator in industrial engine application and distribution.Used lean techniques to change culture from 1-engine/1-mechanic to mixed model work cells. This was a significant factor in the OEM divisions ability to achieve a bottom line improvement of 100% over a period of 2 years.Led project to open 20K sq. ft. Manufacturing facility to support high volume OEM product.Implemented Kanban program with key sheet metal suppliers and 2 largest engine customers.Led project and implemented a pull manufacturing system into the re-manufacturing division using Lean techniques, which resulted in improved customer deliveries, an 18% increase in sales, and a 15% reduction in workforce. This division went from $250K in the red to break even in 1 year.Reason for Leaving: Started own business.Education: Webster University University of MissouriMBA, Supply Chain BS, Industrial EngineeringAdditional Training:Demand Flow Technology JCIT Institute of TechnologyShop Floor KAIZEN The Shingijutsu CompanyLean/5S Central Piedmont Community CollegeSix Sigma (Green Belt) Central Piedmont Community CollegeOSHA 10 Gallagher Bassett Risk ControlISO 9001/14001 Internal auditor NC State UniversityPersonal: Eagle Scout |
